Asia Pacific Journal of Human Resources

Papers
(The TQCC of Asia Pacific Journal of Human Resources is 7. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-08-01 to 2024-08-01.)
ArticleCitations
A meta‐review of 10 years of green human resource management: is Green HRM headed towards a roadblock or a revitalisation?96
Sustainable human resource management: six defining characteristics50
Human resources management and open innovation: the role of open innovation mindset35
Work, life and COVID‐19: a rapid review and practical recommendations for the post‐pandemic workplace29
Human resource management in China: what are the key issues confronting organizations and how can research help?29
Employee perceptions of individual green HRM practices and voluntary green work behaviour: a signalling theory perspective23
Employee voice in the Asia Pacific23
Promoting green performance through green human resource practices and green servant leadership22
Overwork, job embeddedness and turnover intention among Chinese knowledge workers20
Supervisor‐subordinate guanxi and employee thriving at work: the key role of relation‐generated resources18
Optimizing the relationship between job autonomy and knowledge workers’ satisfaction: The roles of crafting and value congruence17
Artificial intelligence in health‐care: implications for the job design of healthcare professionals15
Detrimental effects of work overload on knowledge hiding in competitive organisational climates15
Workplace strategy: a new workplace model14
Impact of artificial intelligence in human resource management: a qualitative study in the Malaysian context14
Analyzing the impact of artificial intelligence on employee productivity: the mediating effect of knowledge sharing and well‐being14
The impact of ability‐, motivation‐ and opportunity‐enhancing strategic human resource management on performance: the mediating roles of emotional capability and intellectual capital13
Tracking employee voice: developing the concept of voice pathways13
Celebrating the 60th anniversary of the Asia Pacific Journal of Human Resources: what has been achieved and what more can be done13
Promoting pro‐environmental behavior through organizational identity and green organizational climate12
Working from home vs working from office in terms of job performance during the COVID‐19 pandemic crisis: evidence from China12
HRM and the smart and dark side of technology11
Inclusive leadership, matured age HRM practices and older worker wellbeing11
How HR systems are implemented matters: high‐performance work systems and employees’ thriving at work10
Job insecurity, work‐induced mental health deprivation, and timely completion of work tasks10
Fostering the high‐involvement model of human resource management: what have we learnt and what challenges do we face?10
Workplace performance: a sustainable approach10
The experience of work‐life balance for women doctors and nurses in Malaysia10
Gender (in)equality in Australia: good intentions and unintended consequences10
Workplace cyberbullying and interpersonal deviance: roles of depletion and perceived supervisor support9
Capabilities and competencies for digitised human resource management: perspectives from Australian HR professionals9
Does gender matter? The trickle‐down effect of voluntary green behavior in organizations9
How the organizational ethical climate accounts for employee voice behavior: a multilevel analysis9
HRM system strength and employee well‐being: the role of internal process and open systems9
Modeling the job quality of ‘work relationships’ in China’s gig economy9
International and comparative human resource management: an Asia‐Pacific perspective8
Promoting employee career growth: the benefits of sustainable human resource management8
Role modeling effects: how leader's job involvement affects follower creativity8
Be happy to be successful: a mediational model of PERMA variables8
Complementary effects of high‐performance work systems and temporal leadership on employee creativity: a social embeddedness perspective of thriving8
Pivoting after almost 50 years of SHRM research: toward a stakeholder view7
Victim or master of HRM implementation: the frontline manager conundrum7
0.055310964584351